Employee retention, increasingly known as retention management, involves measures that are actively taken to keep the employees who want to be held on Company to bind. But what really needs to be achieved is loyalty. Because disloyalty is life threatening.

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Here writes for you: Anne M. Schüller is a management thinker, keynote speaker, business coach and multiple award-winning bestselling author. She has repeatedly been named Top Voice by Business Network LinkedIn. Profile

Loyal employees are loyal to their employer not only physically, but above all in the heart. They identify with him and make his entrepreneurial interests their own. They often talk about their company, both inside and outside. They recommend their offers and the Company as an employer vehemently continue.

Such loyalty arises through trust and attraction and not through pressure or compulsion. It is manifold in many ways: commitment, fairness, reliability, sincerity, passion and integrity.

About right and wrongly understood employee loyalty

The loyal employee, in our opinion, will take the interests of his employer, even if he is able to do so personally. And he renounces the pursuit of his own egoistic goals if they contradict the purpose of the company.

By contrast, misguided loyalty is based on blind obedience - right down to self-abandonment. It covers unfair machinations and covers up incorrect behavior. She endures every hardship and sits everything. Such unreflected yes-sagers are a big threat to any business. But even more threatening are the disloyal.

How disloyal employees harm the company

Unconcerned, disloyal employees are the biggest turnover shredders of a company. They hinder its ability to innovate, its organic growth and the future of its business. Because (chronically) dissatisfied employees are not only more often ill, but above all also destructive. The resulting productivity losses are estimated to be at least 20 percent.

And because such employees are creating a negative whirlwind in their environment through their constant whining, the productivity of their peers, who have to endure this, drops by an estimated ten percent. In return, a survey conducted by the research and consulting company Great Place to Work showed that satisfied and motivated employees can increase the company's success by an average of thirty percent.

The financial loss of disloyalty

First of all, one question is justified: Where are the boundaries between loyal and disloyal behavior? Is the insertion of ball-point pens as a misdirected action, or is it only in vandalism, betrayal and embezzlement serious?

The insurance industry is talking about a "loss of confidence" when things disappear in the workplace, expense statements are prepared or money is embezzled. At three billion euros annually, the Kripo estimates the property damage caused to German companies by the frauds of their own employees.

Hermes Kreditversicherung has examined 9.000 more closely with regard to the insurance claims it has insured. The age, sex and the abilities of the perpetrators were recorded. Two thirds of the victims were male, one third female. And the longer the company's affiliation, the less likely the embezzlement, according to the report.

The trigger for employee disloyalty

The triggers for such aberrations are of course multifaceted. In many cases this has to do with the lack of loyalty of companies to customers, partners and suppliers. Quite a few employees inevitably watch or are actively involved when third parties are ripped off.

It is "a horror" to see how companies take their customers out, Matthias Uhrig, a court expert on IT disputes, is quoted in Manager Magazin. In the catering trainees are already forced to participate in such "games".

As outside, inside, and as above, so below, I can only say. What companies gain by their unclean behavior on the market, they are taken from their own employees again.

How employee disloyalty can be overcome

The management wars have only one chance to escape from all of this: by demonstrating ethical behavior, actually meeting these compliance guidelines and revising the company's leadership and recognition culture.

If there is a shortage of positive things, whoever is experiencing disinterest, humiliation and disappointment instead of attention, recognition and respect, and who has nothing left to lose, migrates into disloyalty. The danger is, by the way, the greatest where there is no fairness, no closeness, and because of constant change no bonds exist.

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